hardwiring accountability into your workforce

Hardwiring Accountability into your

Workforce

Cy Wakeman

Agenda

1.Principles of Reality Based Leadership

2.Deep dive into Personal Accountability

3.Developing for Accountability4.Coaching for Accountability5.Q&A

Change Mindsets

Quit

Change Reality

BMW Drive

EmployeeValue =

Current Performance

+Future

Potential

-Emotional Expense3 x

Personal Accountabili

ty

Reality-Based Thinking

Organizational

Alignment

Capitalizing on Change

Driving for Results

Personal Accountability

The Mindset that results happen because of one’s

actions, not in spite of them

Accountable people believe that they choose their own

destiny

Commitment

Resilience

Continuous Learning

Ownership

The willingness to do whatever it takes to get results.

The ability to stay the course in the face of obstacles and setbacks.

The acceptance of the consequences of our actions, good or bad.

The perspective to see success and failure as learning experiences to fuel future success.

• Focused on fulfilling role (never says “it’s not my job”)

• Willingly joins up and aligns with the organization, buys in easily

• Risk taker - leans forward in the foxhole• Plays offense not defense• Expectations are clear and the consent

informed

CommitmentThe willingness to do whatever it takes to get results.

• Great problem-solver• Overcomes barriers• Creative in their use of resources• Doesn't stop at the first sign of

difficulty or challenge• Persevering

ResilienceThe ability to stay the course in the face of obstacles and setbacks.

• Doesn't blame others or circumstances for the results or their happiness

• Can readily account for own impact into results good or bad

• Uses "i" often• Has both a healthy sense of pride and

guilt

OwnershipThe acceptance of the consequences of our actions, good or bad.

• Each experience is examined with reflection to find opportunity for learning and improvement

• Accountability doesn't end with an apology, it ends with amends and restitution

• Challenges and failures are seen as opportunities for growth

• Converses easily about their role in the results and their intentions for adjustments in their approaches

Continuous Learning

The perspective to see success and failure as learning experiences to fuel future success.

Leading Accountability• Be very clear about the results that are required

from teams. • Be incredibly honest about a team’s results. • Lead the team through a thorough accounting of

their contributions to the results• “I chose” “I denied” “I assumed” “I did” “I

didn’t” “I needed to have” “I acted” • Identify how the team specifically contributed

and how they can then commit to what they will do differently in the future

Developing Personal Accountability

Personal Accountability Development

Challenge

Experienced Accountability

Feedback

Self-Reflection

Sense-making Mentoring

Challenges within current role:• Projects• Task changes• Hefty development plans• Lateral job movement

Delegation is key to using challenge to develop personal accountability.

Challenge

Focus on follow-up:• Consistent focus on performance against the

challenge• Measurement, facts, reality• Keep choices and consequences visible,

shining the spotlight on them• Make success or failure a more public

experience to create moments of truth

Experienced Accountability

Holding up the mirror:• What is going well, what to work on next• Multiple sources: leaders, peers, customers,

market, environment• Remove protection, allow failure• Let people learn from “natural”

consequences

Feedback

Let them do the heavy-lifting:• Keep coaching short, allow for time to reflect• Ask important questions, provide time them

to give it some thought and report back• Focus on questions that reveal the

individual’s part and role in the outcome• Allow pain and discomfort, it is great fuel for

self-reflection

Self-Reflection

Someone to process and learn with:• Provides reinforcement of accountability, no

collusion• Gently raises trends to keep the focus

squarely on the individual’s development• Ensures that lessons follow from one

experience to the next• Modeling of accountable leadership

Sense-Making Mentoring

Coaching For Accountability

Why doesn’t anyone tell me anything?Why do they keep changing?When will they get it?

Personal Accountability, QBQ.com by John Miller

What?How?“I”Action

Personal Accountability, QBQ.com by John Miller

1. Aware

2. Accept

3. Act

4. Build

5. Blend

6. Consequence

Change Sequenc

e

What works?What

inspires?

What’s missing?

What isn’t working yet?

What’s possible?

FEEDFORWARD

10 Things

Connect with us:

Cy WakemanCy@cywakeman.comwww.realitybasedleadership.com

THANK YOU!